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Whereas the Parliament of India has set out to provide a practical regime of right to
information for citizens to secure access to information under the control of public authorities,
in order to promote transparency and accountability in the working of every public authority,
and whereas the attached publication of the Bureau of Indian Standards is of particular interest
to the public, particularly disadvantaged communities and those engaged in the pursuit of
education and knowledge, the attached public safety standard is made available to promote the
timely dissemination of this information in an accurate manner to the public.

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The Right to Information, The Right to Live Step Out From the Old to the New

IS 15883-1 (2009): Construction project management -

Guidelines, Part 1: General [CED 29: Construction
Management including safety in Construction]

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Satyanarayan Gangaram Pitroda
Invent a New India Using Knowledge

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BharthariNtiatakam
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 IS 15883 (Part 1) : 2009

Indian Standard
CONSTRUCTION PROJECT
MANAGEMENT - GUIDELINES
PART 1 GENERAL

ICS 03.100.40

BIS 2009

BUREAU OF INDIAN STANDARDS

MANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG
NEW DELHI 110002

July 2009 Price Group 6

 Construction Management (Including Safety in Construction) Sectional Committee. CED 29

FOREWORD
This Indian Standard (Part I) was adopted by the Bureau of Indian Standards. after the draft finalized by the
Construction Management (Including Safety in Construction) Sectional Committee had been approved by the
Civil Engineering Division Council.
A construction project is an endeavour undertaken by a project team on behalf of owner/client to create a built
facility suited to the defined functional objectives. From inception to commissioning. the project goes through
various distinct stages leading to progressive achievement of project objectives. Each stage involves specific
inputs, processes (both technical and managerial) and deliverables. Typically. the life cycle of a project from
commencement to completion involves the following stages :
a) Project Appraisal- Inception, feasibility and strategic planning;
b) Project Development - Project brief development. planning and design, finalization of proposals.
procurement strategy. construction documentation including tender drawings. working drawings.
specifications. cost estimates. bills of quantities. procurement documents;
c) Planning/or Construction - Sequencing of project components. planning tools. resource planning and
time cost trade-off:
d) Tender Action - Open competitive bidding/pre-qualification of agencies. issue of tender documents.
evaluation of bids, negotiation if required and award of work ;
e) Construction - Execution. monitoring. control. work acceptance; and
f) Commissioning and Handing Over - Contractual closeout, financial closeout, defect liability
commencement, facility handing over.
The distinct features of a construction project include the temporary nature of the organizations involved. the
evolutionary process of project deliverables during project development stages and the unique output of the built
facility. As a result of these features. unless there is efficient and effective project management, a construction
project is faced with challenges of uncertainties leading to time over-runs. cost over-runs. changes in project
parameters, loss of quality and inability to meet the functional objectives. While technical soundness of a proposal
is an important aspect of a construction project. the management aspects. which involve techno-legal. financial
and other issues , have also a significant role in the success of a project. Therefore, management functions and
technical processes in a construction project need to be integrated towards achieving project objectives. Top
management commitment plays an important role in harmoniously achieving these project objectives. In some of
the public sector projects, it may be necessary to share relevant information with public at large through appropriate
means .
This standard is intended to provide a general overview of construction project management and information
regarding the applicable tools and techniques. It gives brief guidelines on various construction project management
functions and formulation of other parts of this standard to cover detailed guidelines on each of these management
functions may be taken up subsequently . Users of this standard are encouraged to employ suitable construction
management software as an aid to implement provisions of this standard.
The guidelines may be applicable in general to all construction projects. However, for smaller projects. the
applicability of various provisions may be decided appropriately by the parties concerned.
The composition of the Committee responsible for formulation of this standard is given in Annex A.
For the purpose of decid ing whether a particular requirement of this standard is complied with, the final value,
observed or calculated . expressing the result of a test or analysis, shall be rounded off in accordance with IS 2 : 1960
'Rules for rounding off numerical values irevisedv . The number of significant places retained in the rounded off
value should be the same as that of the specified value in this standard.

Indian Standard
CONSTRUCTION PROJECT
MANAGEMENT - GUIDELINES
PART 1 GENERAL
1 SCOPE
1.1 This standard (Part I) covers general guidelines
for construction project management.
1.2 The aspects regarding project formulation and
appraisal up to the stage of preparation of preliminary
proposals for financial approval are not covered in this
standard . The scope of this standard, therefore, covers
the stages subsequent to the stage of approval (when a
decision to implement the project including its
financing is taken) till comm issioning and handing over
of the project.
2 REFERENCES
The following standards contain provisions which,
through reference in this text, constitute provisions of
this standard. At the time of publication, the editions
indicated were valid . All standards are subject to
revision, and parties to agreements based on this
standard are encouraged to investigate the possibility
of applying the most recent editions of the standards
indicated below:
IS No. Title
7337 : 1985 Glossary of terms in project network
analys is
10400: 1992 Glossary of terms in inventory
control
14580 Use of network analysis for project
management:
(Part I) : 1998 Management, planning, review,
reporting and termination procedures
(Part 2) : 2006 Use of graphic techniques
15198: 2002 Glossary of terms in human resource
development
3 TERMINOLOGY
For the purpose of this standard, the definitions given
in IS 7337, IS 10400 and IS 15198 shall apply.
4 GENERAL
4.1 A project is generally a non-recurring task having
a definable beginning and end, with a definite mission
and has a set of objectives and achievements. Project
Management is application of knowledge, skills, tools
and techniques to achieve the objectives of a defined
IS 15883 (Part 1) : ZOO9
project with the aim to ensure that a project is
completed within the scheduled time, authorized cost
and to the requirement of quality standards. The
Construction Project Management refers to such
project management when applied to construction of
built facility . Project objectives depend on the
requirements of the built facility. From the point of
view of Construction Project Management, project
objectives may be defined in terms of scope, time, cost
and quality . This may usually take place in project
appraisal stage. Information and guidelines given
under 4.2 to 4.6 shall be appropriately utilized under
different stages for Construction Project Management.
NOTE- For the purpose of lhis standard. ConstructionProject
ManagementobjectivC5 are drawn fromthe projectdevelopment
stage and do not cover inception. feasibility and related project
strategic planning.
4.2 Stakeholder
Stakeholder is a person, group of persons or
organizations who are actively involved in the project
or those who have an interest in the success of a project
and its environment. Generally in a construction
project, besides the owner/client, the project manager,
consultant, construction agency and the user are the
stakeholders. In addition, depending on the nature of
the project, there may be other stakeholders such as
financer, government and public at large.
4.3 Construction Project Life Cycle
Construction project life cycle consists of project
appraisal, project development, planning for
construction, tender action, construction, and
commissioning and handing over, as main stages. These
stages involve defined decisions, deliverables and
completion of milestones for control of project,
ensuring that the adverse impact of uncertainties is
overcome at each stage in the progress. Accordingly,
the responsibilities of project team should be defined
and measured for acceptance and liabilities determined
objectively.
Project objectives, drawn out of feasibility established
in the appraisal stage, are achieved progressively
through each of the project life cycle stages. Thestage-
wise break-up of project objectives, tasks, compliance
and authorization to proceed further in the next stage
 IS 15883 (Part 1) : 2009

should be structured comprehensively through various 4.6 Organizational Structures

stages of life cycle. Each stage of construction project Organizational structure depends on the project
life cycle may be considered as a sub-project, thus delivery model. As an example, a typical organization
making overall complexities of a project more
chart for Design-Bid-Build model is given in Fig. 2.
manageable.
4.6.1 Construction Project Management
A typical construction project life cycle is given in
Organizational Teams
Fig. I.
For any given project delivery model, an appropriate
4.4 Construction Project Delivery Models organizational structure shall be selected so as to
Projectdelivery model determines the mannerin which facilitate constitution of teams across various agencies
the project is planned, designed, executed and contract involved. Such teams are fundamental functional units
administration carried out. It also determines the generally specific to each of the life cycle stages of a
contractual relationships between the owner/client, project
design consultants and construction agency. The
delivery model shall define the span of control and HSE and quality set up shall directly report to the
role and responsibilities of each of the above parties. Project Manager.
The main types of project delivery models that are in
5 CONSTRUCTION PROJECT MANAGEMENT
vogue in the construction projects are: (a) traditional
design-bid-build, (b) design-build with variants, STAGES
(c) tum-key, and (d) build, operate and transfer and its Typically a construction project (whether small or
variants. Each of the delivery models can adopt large) may be considered to involve the following
different types of contracts depending upon the distinct broad stages:
suitability of the contract type in relation to the nature
and type of projects, project objectives and other a) Project appraisal stage (see Note):
project specific considerations. 1) Inception,
4.5 Construction MethodologiesJTechniques 2) Feasibility, and
3) Strategic planning.
Suitable construction methodologies/techniques,
including conventional. prefabrication, systems b) Pre-construction stage :
building approach, mixed/composite construction. 1) Project development.
mechanization in construction, other innovative
2) Planning for construction, and
technologies, etc. shall be considered and an
appropriate choice made depending upon the project 3) Tender action.
objectives in terms of factors such as scope, time, cost c) Construction stage. and
and quality requirements. d) Commissioning and handing over stage.

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FIG. 1 TYPICAL CONSTRUCTION PROJECT LIFE CYCLE

2
 IS 15883 (Part 1) ; 2009

Owner/client orhls
representative

1
Project
Manager

.1

Consultants

Civil works ElectricaV

Mechanical works

NOTE - 'Consultants' may cover in-house teams or outs ide consultants.

FIG. 2 TYPICAL ORGANIZATION STRUCTURE FOR DESIGN-BID-BUILD MODEL

NOJ'E - As the scope of this standard covers activities starting
from pre-construction stage , the project appraisal stage has not
been covered here .
Under each of the above stage s. the relevant
construction management function guidelines given
in 6 should be employed for achieving the intended
objectives.
5.1 Pre-construction
5.1.1 Project Development
This will involve:
a) Formalization of design brief;
b) Site survey and soil investigation;
c) Hazard risk vulnerability analysis;
d) Alternative concept designs with costing and
finalization;
e) Preliminary designs and drawings;
f) Development of design of each discipline and
their integration;
g) Obtaining statutory approvals;
h) Decision on construction methodology;
j) Preliminary cost estimates;
k) Detailed design of each discipline;
m) Construction working drawings and related
specifications with integration of engineering
inputs of all concerned disciplines;
n) Detailed cost estimate;
p) Detailed specifications and billof quantities; and
q) Tender documents.
Peer review/proof checking of the drawings/designs/
estimates shall be done in case of important projects,
depending upon their complexity and sensitivity.
Environment impact analysis and social impact analysis
shall be done in applicable cases.
5.1.2 Planning for Construction
The following aspects shall be considered:
a) Sequencing of project components,
b) Planning tools:
I) Work breakdown structures (WBS),
2) Bar charts, and
3) Network techniques and scheduling.
c) Resource planning , and
d) Time cost trade-off.
5.1.2.1 Sequencing ofproject components
Methodology of construction shall be detailed before
the start of the project. Sequencing of project
components shall be done on the basis of methodology
adopted and availability of resources. This shall be
reviewed during the progress of the project and revised,
if necessary.
5.1.2.2 Planning tools
The planning tools describ ed below may be employed
for effective management of a construction project:
a) Work Breakdown Structure (WBS) - The
WBS shall identify the total scope of works
involved in the project and shall form the basis

3
IS 15883 (part 1) : 2009
for the development of detailed project
schedule. Through WBS, the project shall be
sub-divided into major sub-divisions (work
packages) and each major sub-division shall
be further sub-divided into additional levels
as required up to the level of activities that
could form the basis for monitoring and
control of project performance in terms of
time, cost and quality parameters. WBS shall
provide activity listing with associated cost
account codes for the preparation of project
schedule either by bar charts or by network
diagramming methods.
b) Bar Chart - Bar chart is the simplest form
of project scheduling and used for small and
complex projects and in preliminary planning
and tender stages of major projects. A typical
bar chart form of project schedule depicts the
various activities on a calendar time scale in
the form of bars in their relative positions with
start and finish dates and length of bar
indicating probable activity duration. Linked
bars represent the interdependencies between
the activities. Bar chart type of schedule shall
be used to comprehend, summarize and
display the results of complex project network
analysis and further monitoring and
controlling process.
c) Network Techniques and Scheduling
1) Network Diagramming Methods -
Network based project schedule shall be
used for major and complex projects. In
this method, the network of project
activities identified through WBS is
developed incorporating their logical
relationships and interdependencies. The
two available approaches for network
diagramming techniques are Arrow
Diagramming Method (ADM) and
Precedence Diagramming Method
(PDM).
2) Network Analysis and Scheduling - The
project network incorporating the activity
durations and logical relationships shall
be analyzed with forward and backward
pass schedule calculations to establish
early and late start and finish time of
activities with their available floats,
critical activities, critical path and overall
project duration. The project schedule is
prepared in terms of calendar dates of
start and finish of activities with available
floats. The network schedule shall also
be presented in the fonn of linked bar
chart or in tabular fonnat.
4
For details on network preparation and analysis,
reference shall be made to IS 14580 (Part 1) and
IS 14580 (Part 2). Network schedule shall be prepared
for all disciplines and they shall be integrated into a
Master Control Schedule.
5.1.2.3 Resource planning
This shall involve the following:
a) Resource Allocation - The feasibility of the
network shall be checked with respect to
manpower, equipment, other resources
required at the site.
b) Resource Levelling - It shall be done by re-
allocating the slack resources from non-critical
path to critical path activity in order to obtain
a reduction of time or by shifting the activities
within the floats available with them, to obtain
an optimum uniform resource requirements.
c) Resource Schedule - Schedule of following
resource requirements with respect to time
shall be prepared on the basis of network
developed and kept in the database for project
control purposes:
I) Technology,
2) Manpower:
i) Technical staff,
ii) Skilled labour, and
iii) Unskilled labour,
3) Machinery,
4) Materials, and
5) Cash flow.
Resource schedule shall be prepared
separately for client, consultant and
construction agency.
5.1.2.4 Time cost trade-off
Time cost trade-off analysis shall be done to obtain a
minimum total cost of the project within the specified
time. This shall be done taking into consideration direct
cost and indirect cost of the project.
5.1.3 Tender Action
5.1.3.1 Preparation of tender documents
The bill of quantities, specifications, drawings and
conditions of contract should be prepared on the basis
of design and details finalized in project proposal
development stage (see 5.1.1) keeping in view the
construction project delivery model selected. The
format, terminologies and terms and conditions should
be as per the standard engineering practices. In case of
any special item or condition, the same shall be
described clearly to avoid any ambiguity.

5.1.3.2 Selection of Construction agency
Selection of construction agency shall be done by either:
a) Open Competitive Bidding - In this case,
tender notice should be publicized adequately
to obtain competitive tenders from competent
agencies for the project ; or
b) Limited Competitive Bidding - In large,
specialized and important works,
pre-qualification of contractors shall be done
considering their financial capability, bid
capacity, experience of similar type of works,
past performance; technical staff; and plants
and machinery available.
5.1.3.3 Bid evaluation. negotiation and award ofwork
After due evaluation and negotiation. with the bidders.
if required, the work shall be awarded to the
construction agency based on competitive technical and
financial bids.
5.2 Construction
This is one of the most important stages of construction
management where pre-construction stage outputs are
realized into physical tangible form within the
constraints of time and cost. The intent or need for
functional and physical characteristics. defined in the
pre-construction stage outputs through specifications,
drawings and consolidated project brief is realized
through various construction project management
functions described in 6 and particularly through:
a) Time management,
b) Cost management, and
c) Quality management.
5.3 Commissioning and Handing Over
After the project is complete as per specifications and
designs, project commissioning and handing over stage
follows. It shall need the compliance of the following:
a) Clearing of site,
b) Removal of all defects at the time of
completion and during defect liability period,
c) Preparation of list of inventories,
d) Certification and settlement of construction
agency's final bills for payment,
e) Obtaining completion certificate from local
government bodies/departments,
f) Preparation of maintenance manual,
g) Performance compliance verification of built
facility,
h) Handing over all other required documents
to the client/owner.
5
IS 15883 (Part 1) : 2009
j) Restoration of surroundings. and
k) Preparation and handing over all as-built
drawings.
6 CONSTRUCTION PROJECT MANAGEMENT
FUNCTIONS
Construction Project Management consists of number
of processes and these can be grouped under the
following management functions:
a) Scope management,
b) Procurement management,
c) Time management,
d) Cost management,
e) Quality management,
f) Risk management,
g) Communication management.
h) Human resources management.
j) Safety, health and environment management,
k) Integration management, and
m) Other management processes.
The project management functions briefly described
below may be employed for effective management of
construction project during its different stages as
applicable. Some of the processes may. however.
overlap more than one function.
6.1 Scope Management
It should be ensured that project features and functions
remained as established during the finalization stage.
Scope management includes the processes of scope
planning, scope definition. scope verifications. scope
monitoring and change control.
Scope monitoring and change control are critical to
the construction stage in order to control time and cost
over-runs. The work breakdown structure of the project
shall be the basic tool for defining the scope baseline.
Scope control should aim to identify factors influencing
scope change, determ ine the impact of scope changes
and establish the system for scope change approval
and revision of scope baseline. Accordingly, a detailed
scope management plan should be drawn to lay down
all the necessary practices including technical and
organizational interfaces.
6.2 Procurement Management
Procurement management includes processes for
purchase of materials. equipment. products, soliciting
services of consultants and engaging agencies for
execution of works under a contract. Project
procurement processes, which depend on type of
project delivery model include identification of
 IS 15883 (Part l) : 2009
procurement needs. preparation for procurement.
sol iciting proposals. selection of suppliers/consultants/
works contractors. administering of contract. contract
management and closure of contract. Project manager
, ; charged with the responsibility to help structure and
I evelop contract to suit the specific needs of the project.
As contract. which is an output of project procurement
management processes. is a legal document, the
procurement processes should follow detailed
pro cedures with adequate review and stakeholder
appraisal opportunities.
One of the fundamental issues in construction projects ,
managed through project managers, is to determine
what needs may be met by procuring products, services
and works from external agencies and what should be
accomplished by the project team. This decision is best
arrived at the earlier stages of the project (so that the
opportunities of procurement initiation at earlier stages
is not lost) and reviewed at each of the subsequent life
cycle stages of the project. Such decisions should draw
inputs from the time. cost . quality and scope
management processes. Various procurement routes
should be analyzed on their suitabil ity to both time
and co st criteria of project. As a strategy for
procurement, a project procurement management plan
should be developed to document: contract types to be
used ; procurement documents; coordination of
procurement with schedules ; constraints and
assumptions; risk mitigation activities (performance
bonds. insurances. etc) ; and pre -qual ification of
suppliers. In addition. specifications, quality standards ,
performance data at work locations, etc. which are part
of project scope statement. should be described .
Inventory management plays an important role in the
procurement management process.
Provision of establishment of suitable dispute redressal
system should be inbu ilt to take care of any disputes
that may arise .
6.3 Time Management
lime management aims to complete the project within
the stipulated time period . Time management
essentially involves the following processes:
a) Defining project scope in the form of work
breakdown structure to generate activity
identification and listing,
h) Activity duration estimating,
c) Activity sequencing with interactivity
dependencies,
d) Project schedule development. and
e) Project sched ule control.
Work breakdown structure should be used as a tool to
prep are the project sc hedule by defining the project
6
scope and identifying and listing of the activities in
the work packages. For the qu antum of work involved
in the activities, the activity durations are estimated
based on the standard productivity norms for different
trades of work. Past-documented experience and
expertise should also be used for determination of the
activity durations with the construction technology
adopted and manpower and equipment resources used.
Based on the construction methodology proposed with
the consideration of project specific constraints. the
sequencing and interdependencies of the act ivities are
determined and the graph ical representation of
activities in the form of network should be prepared.
The network thus prepared should be analyzed to
develop the project schedule with information on early
and late start and finishing of activities with their
available floats and the cr itical path/critical activities
on the network. Incorporating the calendar dates, the
baseline schedule may be finalized with the
incorporation of milestones for subsequent schedule
monitoring and control processes.
During the construction stage. schedule monitoring
involves methods of tracking and comparing the actual
schedule with the baseline schedule and schedule
control activities should ensure to remove deficiencies
and slippages corrected to acceptable levels.
Project scheduling and monitoring is adynamic process
and periodic schedule updating should be done for
effective monitoring and control process. In the
process, the status of each activity should be examined.
For completed activities, actual durations utilized, are
incorporated ; and for activities in progress, balance to
complete revised durations and estimated finish dates
are determined and incorporated. If the actual schedule
lags behind the baseline schedule, various options
should be considered to control and bring back the
schedule to acceptable levels. The possible control
actions, which may be considered are : possible
reduction in activity duration of future activities with
alternate technology options . increasing the resources,
alteration in the construction logic and activity
sequencing, etc.
6.4 Cost Management
The objective of the project cost management is to
en sure that the project is completed w ithin the
authorized budget. The major processes involved in
the co st management are: resource planning, cost
est imation. cost budgeting/cost planning and cost
monitoring and control. The resource planning involves
determination of various types of resources, such as
appropriate technology, workforce, materials,
equipments and infrastructure facilities, their quantum
and their requirements during different stages of the

project. Preliminary cost estimate with defined scope
of work is required for obtaining the project sanction .
Detailed item wise cost estimates with bill of quantities
and specifications should he made for tendering and
subsequent project execution. The type of contract
adopted such as item rate, percentage rate, lump sum
and cost plus, influences the cost management strategy.
Most of the cost optimization techniques through value
management studies arc achieved during the
pre -construction stage of the project. Value
management is a useful technique for application in cost
management. It is a systematic multi-disciplinary effort
directed towards analyzing the functions of project or
item for the purpose of achieving the best value at the
lowest overall life cycle project cost, It is an established
technique for determining value based decisions rather
than cost reduction based on change in specifications .
Suitability of construction techniques, selection of
equipments for specific purposes, considering
alternative materials and other design changes are some
of the areas of application of value engineering .
During construction stage, the efforts are more on
control mode for adherence to the budgeted cosl. For
the purpose of cost control during execution, the time
based cost baseline of the project which forms the basis
for the measurement and monitoring of cost
performance. should be generated. The cost baseline
is generated by allocating the overall cost estimate to
individual project activities based on the project
schedule . Using the cost baseline, the cost control,
which comprises the following , should he exercised :
a) Periodical cost reporting,
b) Comparison of the actual cost against the
planned cost,
c) Obtaining early warning for corrective
actions,
d) Control and monitoring cost chanres,
e) Forecasting of final cost at completion based
on cost trend and cost changes, and
f) Modification of the cost baseline for
authorized cost changes and preparation of
revised estimates.
6.5 Quality Management
" and storage areas and plants, fencing and other
Quality management in construction aims to achieve
required functional and physical characteristics of a
constructed facility through management actions
including planning, direction and control. Quality is
the key determinant of requirements which is expressed
through drawings and specifications. Main function of
quality management is to achieve quality objective of
satisfying requirements through performance
evaluation of construction processes and ensure that
7
IS 15883 (Part 1): 2009
they arc: directed towards overall quality . Quality
management during construction stag~ assumes that
the design and specifications comprchc ns ively
incorporate requirements of users and other
stakeholders . Prior to selling OUI for the construction.
the client should completely understand the
implications of changes to the design and specifications
during the construction stage, which may affect quality.
Although quality is an all-encompassing concept which
also has hearing on time and cost aspects , the specific
scope of quality management may be limited 10 irs key
functions of quality planning, quality assurance and
quality control. Quality planning refer, to the
identification of relevant quality st andards and
determining how 10 satisfy them. Quality ;)S~urancc
activities include consistent evaluation of project
performance to provide confidence lhat the project
satisfies the relevant quality standards. (.)ualitycontrol
monitors project results related til the compliance to
quality standards and identifying means 10 eliminate
non-conformity.
On-site operations constitute most of the construction
processes. Scope of quality management for on-site
operations may he categorized broadly in three drstinct
stages. In the 'receiving stage', materials and supplies
are inspected and tested for conformance to the
speci fied standards. During , in-process stag e '.
materials and supplies arc processed 10 form project
product components wherein process control ensures
conformance to the specified standards. In the 'final
stage', inspections and tests monitor the functional and
physical performance of the product/service to ensure
that they satisfy the requirements.
Planning being an integral part of the quality
management, may also consider efficient sire layout
and its management for on-site operations. In addition
to time and cost implications of the site management,
the quality performance improves by efficient
organization of activities by way of providing adequate
and appropriate conditions for the work processes. Site
management needs to consider construction technology
constraints with reference to aspects related to space
availability such as permanent services, access to site,
temporary services, location of material stores, stacking
temporary structures.
The various organizations connected with the project
should have their own quality management systems,
6.6 Risk Management
Project risks have an impact on the project objectives
and need a planned response . Project risk management
processes ensure proper planning, identification,
 IS 15883 (Part 1) : 2009
analysis. monitoring and control to the best interest of
the project.
Risk management planning processes develop an
approach to risk management activities which include
planning. execution and monitoring . A risk
management plan should define lead and support role
responsibilities of project team in relation to
management. budgeting. risk responsive scheduling.
classification of risk activities based on risk break-down
structure and explanation of probability and impact for
risk context.
Risk response planning determines actions required for
reducing impact of risks. Risk responses are established
and assigned to appropriate project participants.
Suitable risk mitigation measures should be evolved
for identified risks.
6.7lnlormation and Communication Management
For information and communication management.
Management Information System (MIS) is used as an
important tool for systemized approach to furnish
information. It comprises a system that collects. stores.
sorts and analyzes data to generate and communicate
information. It may be a combination of manual and
computerized systems.
At the construction stage of a project. there are many
agencies involved like client. architect. engineer,
project manager, various consultants. material
suppliers, construction agencies and sub-contractors.
Each agency is divided into top level management
taking policy decisions, middle level management
monitoring the project and lower level management
involved in day to day operations of the project.
Each level of management requires information of
varying details. at different periodicities and in different
formats. Project progress information flows from lower
level to the top level management and policy decisions
flow from top level to the lower level management.
MIS integrates the work and information flow within
each agency and flow of information between different
agencies.
In construction stage of the projects. the information
~ay be in the form of data reflecting status of project
~n terms of actual execution time for each activity. cost
Incurred, resources used. quality control. material
management. bills. organization management and other
ad~inistrative aspects like disputes that may come up.
This data should beanalyzed to understand the overall
progress achieved and to update schedules of the
project.
Basic objectives of MIS of a construction project may
be summarized as:
8
a) Providing benchmark against which to
measure or compare progress and costs. like
time network schedules. cost estimates.
material and labour schedules. specifications.
working drawings.
b) Providing an organized and efficient means
of mea suring. collecting. verifying and
reflecting the progress and status of operations
on the project with respect to progress. cost.
resource s and qual ity.
c) Providing an organized . accurate and efficient
means of con verting the data from operations
into information.
d) Reporti ng the correct and necessary
information in the required format and at the
required level of detail to managers at all
levels and to the supervisors.
e) Identifying and isolating the most important
and critical information at various stages to
be communicated to the managers and
supervisors for taking decisions.
f) Communicating the information to the
managers and supervisors in time so that
decisions may be taken at the right time .
Total MIS configuration of the construction project
may be divided into the following modules:
a) Planning and scheduling module.
b) Cost control and accounting module.
c) Trend and forecast module.
d) Project administrative and financial module.
e) Historical and documentation module.
All modules should be interlinked in flow of
information and generation of reports.
For large public projects. suitable mechanism may be
established for communication of relevant information
to public at large.
6.8 Human Resource Management
All construction projects involve large number of
skilled/unskilled persons. Human resources in a project
should be adequately qualified.trained and competent.
Quality of construction work depends on the quality
of labour resource. For skilled and unskilled labour.
the requirement for technical knowledge. skill and
general awareness are varied for different con struction
processes. Labour is required to understand their
respective responsibilities especially towards the
work . Therefore. construction management practices
sh?uld ~~phasize on development of competence of
this cr itical human resource through training
programmes.

The crit ical activities should be identified from the
po int of view of technological innovations.
workmanship and environmental conditions which
determine labour behaviour and performance. In each
construction project. there are certain work related
peculiarities wh ich call for job specific orientation .
There should be a clearly defined competence
requirement for the workmen. As far as possible. a
formal training or a certified course undertaken should
be a preferred selection criterion for the workers. A
periodic review of the performance may be made to
establish the nature of tra ining required and methods
for imparting training. There is a need to address the
motivational aspects, for better performance.
6.9 Health, Safety and Environment Management
6.9.1 Health management issues include looking into
the risk factors to health of construction personnel and
providing hygiene conditions at construction sites and
methods of their man agement. It includes managing,
a) occupational/physical health hazards.
b) short term as well as long-term ill effects of
the activities and the working environment
of the construction sites.
c) provision of personal protective equipment
required for specific health hazards. and
d) laying down of construction hygiene control
methods.
6.9.2 Safety management issues include managing
work processes, equipment and material handling at
site for striving to achieve zero accident status at site.
For prevention and management of accidents, a proper
organizational and administrative mechanism is
requ ired. Following steps should be taken for achieving
the same:
a) Laying down of safety regulations or
mandatory prescriptions concerning different
work processes.
b) Standardization of work processes and
management actions.
c) Regular and stipulated inspection of works
and machinery/equipments for enforcement
of mandatory regulations.
d) Providing education and training to workers
on safety issu es.
e) Publicity and appeal to develop safety
consciousness.
f) Insurance of built facilities. construction
personnel and third party.
g) Regular safety audit of construction sites .
h) Effective post accident action including
accident analysis and reporting.
9
IS 15883 <Part 1) : 2009
j) Effective post accident management including
corrective measures to avoid repetition ofsuch
accidents.
Safety Officer shall be appointed in accordance with
the concerned provisions of the Building and Dthu
Construction Workus (Regulation ofEmployment and
Conditions of Service) Act. 1996. Safety officer who
is posted at a medium to major construction site shall:
a) look after the safety of the personnel. safe
handling of materials and machinery, safe
work practices and standard operating
procedures;
b) be responsible for compliance of all statutory
obligations of the employer in regard to safety
of personnel and structures;
c) guide and assist the site managers/engineers
to make their sites safe and accident free;
d) train personnel in construction safety. conduct
safety surveys and design suitable documents
for recording and promoting safety on sites
and in the construction industry; and
e) arrange for safety briefing for all the persons
entering the construction area .
6.9.3 Environment management issues include the
following:
a) Minimizing adverse environmental impact of
activities, products and services.
b) Limiting any adverse impact within the laws/
prescribed norms and their monitoring.
c) Safety of environment while working with
hazardous materials and maintaining material
safe ty data sheets.
d) Management of disposal of waste from the
construction sites .
e) Considering posiuve environmental
contribution particularly after completion of
construction.
f) Mechanism to review concerns of interested
parties.
6.10 Integration Management
Integration management aims to provide processes
necessary for coordination amongst various
organizations and their teams involved. It ensures that
various organizational teams perform in an integrated
manner, with their actions coordinated to the mutual
interests towards the project. Integrated management
processes provide opportunities for resolving conflicts
and competing interests through appropriate trade-offs.
Integration is necessary where processes interact,
especially when process responsibilities belong to
different organizational groups . Such process
 IS 15883 (Part I) : 2009

interactions need organizational interfaces to be defined
and resolved at an overall level.
Integration management may also be required for
specific situations when impact of one management
functions is a cause for concern for other management
functions . For example, if there is a time delay in
performing a particular construction process, it may
often have impact on the cost aspects of nor only that
process but other processes involving other
organizational groups; the rescheduling may affect
coordination amongst performing groups in the down-
stream processes and activ ities.
6.11 Other Management Issues
With the steady increase in global population and the
rapid depletion of natural resources, the project
manager may have 10 address various other issues such
as energy management and sustainabiJity.

ANNEXA
(Foreword)
COMMITfEE COMPosmON
Construction Management (Including Safely in Construction) Sectional Committee, CEO 29

OfNanizutioll Representativeis)
In personal capacily (103. Cham" SadaII. ViWpllri. SHRI P. KJusIlHAN (CIuJimuur)
N~ /HUll)

Airports Authorily of India. New Delh i REPRESENTATIVE

Builden' Association of India. Mumbai SHRI H. S. PASRICIlA

SHRI SANJAY SoNI (A/t~rnate)

Building Materials and Technology Promotion Council. DR SHAILaH Kit AGRAWAL

New Delhi SHRI I. S. SIDHU (A/urnat~)
Central Building Research Institute (CSIR). Roodee SHRI S . G. DAV E
SHRI AJAy SINGH (AIt~rnate)
Central Public Works Depanment. New Delh i CHIEF ENGINEEII (COO)
SUPflUHm/DlNO ENGINEER (S&:S)
Construction Industry Development Council. New Delh i SHRI P. R. SWARUP
SHRI RAVI JAIN (AI/~rnale)
Consulting Engineering Services (India) Pvt Ltd, New Delhi SHRI P . K. DAnA
Delhi Development Authority. New Delhi SHRI D . D. SHARNA
SHRI R. K. MllTAL (Allernate)
Delh i Metro Railway Corporation. New Delh i REl'Rf.SENTATIVE
Delh i Tourism and Transportation Development Corporation. SHRI JOSE KURIAN
New Delhi
SHRI SHAILENDRA SHARMA (Allernate)
Enginecl1 India Limited. New Delh i SHRI V. N. PRAsAD
SHRIA. K. TANDON (Alternate)
Hindustan Prefab limited. New Delh i SHRI JAIV EER SRIVASTAVAA
SHRI 1. S . TOMER (A/lernate)
In personal capec ity (411. Technology Department, Putparganj: D~/hi) SHRI R. P. LAHIRI
Indian Buildings Congress. New Delh i SHill A. K . SRIVASTAVA
SHltI P. S. CHADtIA (Alternale)
Indian Institute of Public Admini stration. New Delhi PROf NAND DHAMEJA
PRoF ANIL C. InERYfJWl (Alternate)
Indian Institute of Technology. New Delh i
PROf B . BHAnACllAJUEE
DR K. N. JHA (AltmUlu)

10
 IS 15883 (Part 1) : 2009

Orgunizuti on Rtp"Unlalivt(1)
Larsen and Toubro LId. ECC Group. Chennai Stw M. P. NAloo
SIftl P. R. SURI'.NtlltA BAW (Alltmalt)
M. N. Dastur &: Company (P) Limited. Kolkata SHRI S. K. GUHA
Stw D. M. KApOll1l (Alltrnalt)
Military Engineer Service s. Engineer.in-in-C1liefs Branch. SHRI J. B. SHAIlMA
Anny Headquarters. New Delhi SIW J. BHATTACHAlUI (Alltntalt)
National Buildings Construction Corporation Limited. SHill ANITAIIHA BASU
New Delhi SHill S. K. GANIIHIIl (Alltrnalt)
National Highways Authority of India. New Delhi SHRI H. C. AII".A
National Institute of Construction Managcment and Research, SHill ANI!. AOAIlWAl
Mumbai
Ninnan Viluis Anusandhan Sansthan. C1lattisgarb SHill SANlf.loV KASUWAI.
SHIU ANARJf.t.-r SINGH (AlltnIQlt)
Planning Commission. Ncw Delhi SHIll SHATltUGHAN LAL
Rajiv Gandhi Rural Housing Corporation Ltd. Bangalorc SIW N. S. MAHAOCVA PIIASAO
School of Planning and Architecture (Department of Building OIl V. THIIlUVf.Nu""AN
Engineering and Managcment). New Delhi SHRI V. K. PAUl. (Alltmalt)
Shelter Consulting Engineers. Noida SHRI MAlllIl KUNAIl MrrrAi.
Spectral Services Consultants Pvt Ltd. Ncw Delhi SHill SANI>I!EI' G'lfJ.
SHIU B. S. GUIAn (Alltmalt)
The Institution of Engineers (India). Kolkala LTGEH HARI UNIVAI. (Retd)
81S Directorate General SHRI A. K. SAINI. Scientist 'F' &: Head (Civ Engg)
[Representing Director General (Ex-oJ1icioJ\

ftltmMr Secretaries
SHIll SAHIAY PANT
Scientist E &: Director (Civ Engg). BIS
SHIll S. AIlUN KUMAIl
Scientist B (Civ Engg). BIS

Panel for Construction Project Management. CED 29/PI

In personal capacity (/03. CharoJ: Sadalt. VikarPllri. SHRI P. KIIISHNAN (Co...ur)

N~ Delhi)

Building Matcrials and Technology Promotion Council. SHIll I. S . SUlt/U

New Delhi
Delhi Tourism and Transportation Devclopment Corporation . SHIU JOSE KURJAN
New Delhi
School of Planning and Architecture (Department of Building OIl V. THIIlUVDlOAOAW
Engineering and Management). New Delhi SHRJ V. K. PAUL (AllmlOlt)

Shelter Consulting Engineers. Noida SHill MANOI KUWAIl MrrrAL

11
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